PowerPoint - SHRM

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PowerPoint - SHRM

Corporate Culture
and
Performance
Carolyn “Lyn” Turknett
SHRM Symposium
August 23, 2016
Turknett Leadership Group • www.turknett.com
1
Agenda
 A bit about culture:
 How is corporate culture defined?
 How does culture impact performance?
 How can we assess culture?
 A new framework for corporate culture
 Panel:
 Nanci Lamborn – Global Head of Human
Resources for eVestment, Inc.
 Robyn Smith – Vice President of Human
Resources for Jackson Healthcare
2
What is Culture?
The shared set of assumptions,
beliefs, values, and behavioral
patterns of a group that guide
that group’s perceptions,
judgments, and actions
How we do things around here.
3
What is Culture?
Culture is like the “operating
system” of the organization. It
guides what people value and
how they think, act, and feel.
4
Guiding Principles:
Leadership and Culture
 Leadership shapes culture, and senior
leaders have the most direct and visible
impact on culture.
 Culture drives financial performance.
 Organizations need to understand the
culture and to be intentional about the
culture they want to create.
 HR practices are a major force in shaping
culture.
5
Impact of Culture on
Performance
6
Kotter and Heskett studied...
 Economic performance
AND
 Strong Cultures
 Strategically Appropriate Cultures
 Adaptive Cultures
Kotter and Heskett, Corporate Culture and Performance, 1992.
7
Impact of Culture on
Performance
1000
900
800
700
600
500
400
300
200
100
0
With Performance
Enhancing Cultures
Without Performance
Enhancing Cultures
Revenue Growth
Stock Price
Growth
Kotter and Heskett, Corporate Culture and Performance, 1992
8
Performance Enhancing
Cultures
 Attend to customers, employees and
stockholders
 Are aligned around common goals
 Are strategically aligned
 Are run by strong leaders who win employee
hearts and minds and provide a high trust
environment
 MOST IMPORTANT: Are responsive to the
environment and adaptive
9
Culture and Competing Values
Internal Focus
Flexibility and Individuality
Clan
Culture
Adhocracy
Culture
Hierarchy
Culture
Market
Culture
Stability and Control
Competing Values Framework developed by Robert Quinn. See Cameron,
Kim S. and R.E. Quinn, Diagnosing and Changing Corporate Culture.
Diagram from Paul McDonald and Jeffrey Gandz, “Getting Value from Shared
Values,” Organizational Dynamics corporate culture collection.
10
Correlations of Culture Items
& Financial Results – Top Items
 External Focus: Aware of market trends and opportunities and adapts
strategy .67
 Nimbleness: Organization responds rapidly to trends, opportunities,
and threats. Consistently fast in getting new products to market.
Flexible and not tied down to predetermined approach .61
 Competitor Awareness: Information about competition influences
decisions .60
 Aggressiveness: Aggressively seeks out and takes advantage of
opportunities .58
 Teamwork at Top: Management is cohesive and aligned team .58
 Vision: Employees excited about vision and future .58
Hagberg Consulting Group
“Cultural Assessment Tool” 2003
11
Correlations of Culture Items
& Financial Results
 Long-term Time Horizon—Takes long-term, proactive approach .54
 Confidence in Management—the company is well-managed .53
 Trust in Employees—Actions of management demonstrate
employees are trusted .52
 Learning Organization—Continuous learning is a high priority .51
 Risk Taking—Risk taking is supported and encouraged .50
 Customer Driven—Management spends good deal time with
customers & partners .49
 Broader Meaning—Employees are motivated and inspired by the
organizations goals .48
12
Leadership Integrity & Trust Pay Off
 Study by Tony Simon reported in HBR in 2002
 Studied Holiday Inns and measured trust in
management
 When trust was high:
 Revenue was high
 Profitability was high
 Customer sat was high
 Occupancy rate was high
13
SMD-HR Research – What Drives the
Bottom Line?
 SMD-HR looked across companies at relationship
between employee survey items and outcome
measures.
 The two categories that drove financial
performance in the most organizations were
 Management (especially direct management)
 Senior Management.
14
SMD-HR Research – What Drives the
Bottom Line? (cont.)
Individual items most predictive of bottom line results:
 In the Senior Management Category: “Senior
management’s actions support this organization’s
mission and values” and “I have confidence in
senior management’s leadership.”
 In the Management category: “The person I report
to creates an environment of trust” and “I receive
useful feedback from the person to whom I report.”
15
Leadership Character Model™
16
Assessing Culture
17
Assessing Culture – Quick ideas
• “Edgar Schein” model
• Anthropological: Observation, Interviews and Focus Groups
• Review of documents, reports, values statements, HR
practices, physical settings, artifacts, etc.
• Surveys:
• http://business.salary.com/company-personality-style/
• Competing Values: https://www.enterpriseireland.com/en/Events/OurEvents/Finance-for-Growth/CultureQuestionnaire-April-12.pdf
• Meeting “Word Cloud”
• 10 Cards for each person – one word per person
• Type all into a document and paste into wordle.com
18
As an anthropologist…
Voice of the Elders: Who are the elders? How
are they treated? What do they say? How
does one become an elder?
Legends and Stories: What stories and legends
do people hear when they first join our
village? Whom do they hear the stories from?
What new stories have they heard lately?
Communications: What are the formal
channels of communication? What informal
communication channels exist and who uses
them?
19
How we behave when…
 We want to be promoted?
 We need to confront a difficult issue?
 We want to celebrate?
 We want our teammates to like us?
 A policy is handed down that we don’t
understand?
 We have a deadline that’s too tight?
 Someone doesn’t meet a deadline?
 A decision has got to be made?
20
A New
Model of
Culture
Five Key Parts of the Culture House
Changing Culture
 Assess Current Culture and Articulate Desired Culture
 Use an appreciative approach – honor the past as
you assess and as you create the desired culture
 Start change at the top but communicate and
involve
 For the “center section” – strategic and brand
alignment – change processes, structure, decisionmaking, and shifts will follow [Lorsch & McTague, HBR April 2016]
 HR processes – competency models, selection,
development, performance management,
succession - provide great leverage
 Involve top talent in creating new culture – team
projects in Leadership Development design
23
Panel Discussion
Robyn Smith
Jackson Healthcare
Nanci Lamborn
eVestment
24
Turknett Leadership Group
Turknett Leadership Character Model ™
Lturknett@turknett.com 770.270.1723
Carolyn “Lyn” Turknett, President & co-founder
25

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